2006
DOI: 10.5465/amr.2006.19379630
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Causal Ambiguity, Management Perception, and Firm Performance

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Cited by 138 publications
(126 citation statements)
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References 113 publications
(131 reference statements)
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“…This implies that sustainable superior performances are more likely to result from an accurate understanding of firm-specific resources, even when these resources were acquired by accident or opportunism (Cohen & Levinthal, 1990, 1994Makadok & Barney, 2001;Powell, Lovallo, & Caringal, 2006). By extending these unique resources, firms are more likely to gain competitive advantages that cannot be easily imitated by competitors (Wernerfelt, 1984).…”
Section: Crick and Watson's Discovery Of The 'Double Helix' Structurementioning
confidence: 99%
“…This implies that sustainable superior performances are more likely to result from an accurate understanding of firm-specific resources, even when these resources were acquired by accident or opportunism (Cohen & Levinthal, 1990, 1994Makadok & Barney, 2001;Powell, Lovallo, & Caringal, 2006). By extending these unique resources, firms are more likely to gain competitive advantages that cannot be easily imitated by competitors (Wernerfelt, 1984).…”
Section: Crick and Watson's Discovery Of The 'Double Helix' Structurementioning
confidence: 99%
“…For instance, according to the ''resource-based view of the firm'' inimitability could result from causal ambiguity or tacit knowledge (e.g. Powell et al 2006); according to the ''market-based view of the firm'' as based on industrial economics, high barriers could prevent competitors from market entrance even if imitation is feasible in principle (e.g. (Caves and Porter 1977).…”
Section: Simulation Approaches In Abmmentioning
confidence: 99%
“…In particular, tendencies such as self-serving bias, illusion of control, blame attachment, and scapegoating have been studied in various applications of attribution theory (Bettman and Weitz, 1983;Heider, 1958;Salancik and Meindl, 1984;Weiner, 1986). A rare theoretical example in strategy research is provided by Powell et al (2006), who show how managers' perceptions are a key part of 'real' causal ambiguity; in particular, how the above-average effect increases causal ambiguity, which then decreases the ability to leverage competence, increases barriers to imitation, and augments rival substitution. There are many other ways in which causal beliefs relate to causal explanations (MacKenzie and Millo, 2003), and we think that researchers in strategic management have only started to make these connections explicit.…”
Section: Use Counterfactuals To Establish Causationmentioning
confidence: 99%
“…Classically, causation operates under the principle that events have causes and consequences (De Rond and Thietart, 2007;Powell et al, 2006). For some researchers, causation involves empirical inquiry that verifies or falsifies law-like relationships between key variables (Camerer, 1985;Montgomery, Wernerfelt, and Balakrishnan, 1989).…”
Section: Introductionmentioning
confidence: 99%
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